AirTrain LaGuardia Project

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AirTrain LaGuardia ProjectIndustry Briefing – March 17, 2021

Integrity Brief• This Industry Briefing is being conducted for the purpose of

providing background information only.• We will not be taking questions as part of today's briefing. All

participants will be placed on mute during today’s presentation.• This Industry Briefing is being recorded and will be made available

on the Port Authority’s website for on-demand viewing.

• Introduction

• AirTrain LaGuardia Program Overview

• Key Focus Areas

• Project Delivery, Procurement Strategy and Process

Today’s Agenda

Derek UtterChief Development Officer | Port Authority of New York & New Jersey

Matthew DiScenna Senior Program Manager, AirTrain LGA | Aviation Department

Suzette Bather-TaylorSenior Program Director | Office of Diversity & Inclusion

Timothy J. Pullen Manager, Alternative Project Delivery | Procurement Department

Today’s Presenters

AirTrain Program Overview

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Under 30 Minutes from Midtown to LGA

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Port Authority’s Preferred Alignment

Associated Projects

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AirTrain LaGuardia Program Budget

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• Port Authority has budgeted $2.05 billion for the Project, including owner soft costs and contingency

• In addition, the costs of select Associated Projects will be funded by other sources, including the MTA and the City of New York.

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On-Airport Alignment • Note new airport layout

• 2 on-airport stationsCentral HallEast Station

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East Station

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Central Hall Station

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Elevated Guideway / Open Technology

AirTrain Willets Point StationAIRTRAIN STATION

NEW LIRR STATION

NATIONAL TENNIS CENTER

FLUSHING MEADOWS –

CORONA PARK

7 TRAIN SUBWAY ENTRANCE & CIT I FIELD

NEW PASSERELLE

NYCT CASEY STENGEL BUS DEPOT

NYCT CORONA SUBWAY YARD

AirTrain Willets Point Station

SEAMLESS TRANSFER AT METS – WILLETS POINT

AirTrain Willets Point Station

Passerelle Existing / Proposed Site

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Existing Conditions

1) NYCT 7 Train Mets Willets Point Station2) Passerelle Bridge3) Passerelle Plaza4) LIRR Mets Willets Point Station5) Historic Canopy Structure 6) Passerelle Administration Building

Proposed

1) NYCT 7 Train Mets Willets Point Station Interface2) New Passerelle Bridge3) Potential AirTrain Station (Conceptual)4) LIRR Mets Willets Point Station (Conceptual)5) Restored Historic Canopy Structure (Canopy Over LIRR Station To Be Relocated)6) ADA Compliant Pedestrian Ramp 7) Renovated Passerelle Administration Building Roof

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54

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74

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LIRR Mets-Willets Point Station

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1) Upgrade to 2-platform, 4 track full time station to support 4 train per hour service

2) New MOW track

3) New vertical / horizontal track alignment

4) New Vertical circulation from LIRR platforms to mezzanine and AirTrain

5) Take advantage of outages to perform work on Passerelle, AirTrain podium, and Culvert

Marina Relocation

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Existing Site

Proposed Relocation Site

Key Focus AreasCustomer ExperienceCommitment to the Local CommunityMBE/WBE, LBE and SDVOB

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Focus on the Customer ExperienceMust prioritize customer experience in every facet of the journey to and fromthe airport, including but not limited to:

• Simplicity and ease of transfer between LIRR and AirTrain• Looking at the end-to-end travel path, not just the AirTrain segment of

the customer’s journey• Incorporating innovative, intuitive wayfinding and ensure signage clarity• Technology based apps for journey planning and single-ticketing• On-board customer amenities and information displays

Commitments to the Local Community• Minimum 30% requirement for MBE/WBE, anticipated to lead to

more than $500 million in design-build contracting opportunities for MBE/WBE and contracting opportunities for local, Queens-based businesses

• 80% local hiring target for new AirTrain operations and maintenance jobs for residents near LaGuardia Airport

• Workforce development programs, e.g., training for union apprenticeships and job referral programs for local residents

• Project construction that includes innovative approaches to alleviate construction impacts during construction

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MBE/WBE Policy Commit to achieve at least 20% minority business enterprise (MBE) and 10% women business enterprise (WBE) participation across all phases of the project, categories of work and tiers.

• Phases: Planning, Design, Construction, and Operations & Maintenance

• Categories of Work: non-A&E Professional Services, A&E Professional Services, Construction, and Operations & Maintenance

• Ensure that utilization of each MBE/WBE racial/ethnic group is spread across all categories of work

Efforts to Achieve MBE/WBE Policy• Develop a 'Roadmap' to inform a comprehensive participation plan for evaluation and approval

with goals applied for 20% MBE and 10% WBE utilization

• Design contracting packages that are commensurate with capacity of the preponderance of the available pool of MBE/WBEs

• Encourage the formation of joint ventures, partnerships or similar arrangements among subcontractors, as required to achieve the participation goals

• Establish transparent processes for pre-qualifying and selecting firms

• Conduct business affairs with MBE/WBE partners in accordance with PANYNJ's standards, including within our supplier code of ethics, prompt payment protocols, etc.

• Provide business capacity building support through financial services, technical guidance and trainings, and business services support, as appropriate

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Local Business Enterprises (LBE)

• A focus on Queens and the surrounding local community

• Participation in each phase, category of work and tiers

• Provide appropriate support strategies for priority LBE bidding

• Strengthen business capacity by supporting appropriate strategies such as business advisory and technical trainings and other related supportive programs

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Service-Disabled Veteran-Owned Business (SDVOB) Policy

Encourage good faith effort 3% Service-Disabled Veteran-Owned Business

• Ensure that utilization of SDVOB is spread across all categories of work

• Goal of SDVOBs from the local community

Eligibility Criteria for Certification

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Project Delivery, Procurement Strategy and Process

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Project Delivery Model

Design | Build | Operate | Maintain

Procurement StrategyTwo-Phased Procurement (RFQ and RFP)

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RFQ Phase RFP Phase

Request for QualificationsRespondent Profile

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RFQ

The Respondent: Lead Civil/Infrastructure Contractor Lead System Supply Contractor Lead Interface Designer Lead Infrastructure Designer Lead System Designer Lead O&M Contractor Lead Customer Experience Contractor

Request for QualificationsSeeking the Most Highly Qualified Respondents

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RFQ

Mandatory Evaluation Criteria: Responsiveness Financial Parent Company Guarantor Bonding Capacity

Comparative Evaluation Criteria: Experience and Past Performance Team Approach and Structure Key Personnel State-of-the-Art and Reliable Technology MBE/WBE/SDVOB Participation Customer Experience Innovation to Reduce Construction Disruption

and Effects from Design and Construction

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Structure of the Contractor

Contractor(a special purpose entity)

Lead Civil/Infrastructure

ContractorLead System

Supply ContractorLead O&M Contractor

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Contractual FrameworkDBOM

Agreement

Lead Civil/Infrastructure ContractorLead System Supply ContractorLead O&M Contractor

• Fixed Price Turnkey Basis for Design and Construction Work• Contract Term: Up to three (3) consecutive 10-year terms (30-year) for O&M Work

Contractor(a special purpose entity)

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Procurement Schedule Activity Date - TimeframeRFQ PhaseRFQ documents issued publicly Late March 2021SOQ Due Date Six (6) weeks after RFQ issuanceShortlisted Respondents Notified May/June 2021RFP PhaseRFP Issued to Proposers Q2 2021MBE/WBE/LBE and SDVOB Industry Forum Q2 2021

RFP Collaborative Dialogue Meetings and Engagement with Proposers

Q2 2021 – Q1 2022

Technical & Price Proposal Due Date Q1 2022Agreement Date – Notice to Proceed Q2 2022

Contact Person

Timothy J. PullenManager, Alternative Project Delivery

Procurement DepartmentE-Mail: tpullen@panynj.gov

Thank You!